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From Creative Destruction to Creative Disruption: Lessons for Selected and Strategic Industries

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From Creative Destruction to Creative Disruption: Lessons for Selected and Strategic Industries From Creative Destruction to Creative Disruption: Lessons for Selected and Strategic Industries Jean-Pierre SEGERS Riga Technical University; Université de Liège and PXL, Hasselt, B-3500, Belgium Elina GAILE-SARKANE Riga Technical University Riga, LV1048, Latvia ABSTRACT is up to us whether we will influence it or simply allow it to happen, not only in science-knowledge but also in human In March 2020, the world was hit by a perfect storm: the interactions and behavior, basically all aspects of our up-to-now COVID-19 pandemic. Already in 1994, Laurie Garrett made a comfortable life. case for “newly emerging diseases in a world out of balance”, The COVID-19 pandemic can be cataloged as a so-called “Black expressing concern about the appearance of new infectious Swan”: a random event that underlies almost everything about diseases. More recently, many other thoughts and warnings our world and our personal lives. A black swan is a highly were expressed on this topic, for example by Bill Gates in his improbable event, unpredictable and carrying with it a massive 2015 TED Talk. And now it is happening, shaking the very impact (Taleb, 2007) [20]. foundations of our society and economy. The outbreak of the Wuhan Coronavirus (COVID-19) disease has transformed the Recovering from Covid-19 put our economic systems to the test. world as we know it into a new normal – a kind of a brave new According to Chesbrough (2020), innovation will have an world 2.0 – disrupting the business models of civil society, important role to play. Innovation is often analyzed in terms of (higher) education, world economy, business, governments, costs. In the case of an unpredictable pandemic, time is so policies. It is clear – we are on the eve of a paradigm shift, and valuable and essential that the question of costs is far less it is up to us whether we will influence it or simply allow it to important than the ability to get to a solution sooner. The global happen, not only in science-knowledge but also in human impact was far stretched and quickly visible with: interactions and behavior, basically all aspects of our up-to-now − slowed economies and societies; comfortable life. − affected financial markets; Disruption came in a different shape and form. This article − decreased revenues for businesses and industries; discusses the impact of the COVID-19 pandemic on a number − disturbed global supply chains. of selected and strategic industries The multilevel theory of national competitive advantage of industries and nations (Porter, 1990) [13] focuses on why certain Keywords: Corona/COVID19, Creative disruption, Strategic industries within a nation are competitive internationally. Porter industries. argues that the competitive advantage of certain industries in different nations depends on a dynamic interaction of four aspects as illustrated below in his “diamond model”, connecting 1. INTRODUCTION firms, industries and nations. "I think there are good reasons for suggesting that the modern age has ended. Today, many things indicate that we are going through a transitional period, when it seems that something is on the way out and something else is painfully being born. It is as if something were crumbling, decaying, and exhausting itself, while something else, still indistinct, were arising from the rubble." Vaclav Havel (1994) In March 2020, the world was hit by a perfect storm: the COVID-19 pandemic. Already in 1994, Laurie Garrett made a case for “newly emerging diseases in a world out of balance”, expressing concern about the appearance of new infectious diseases. More recently, many other thoughts and warnings were expressed on this topic, for example by Bill Gates in his 2015 TED Talk. And now it is happening, shaking the very foundations of our society and economy. The outbreak of the Wuhan Coronavirus (COVID-19) disease has transformed the world as we know it into a new normal – a kind of a brave new world 2.0 – disrupting the business models of civil society, (higher) education, world economy, business, governments, Fig. 1: The Competitive Advantage of Nations – Diamond policies. It is clear – we are on the eve of a paradigm shift, and it Model (Porter, 1990) [13] method is widely used for examining technology and innovation 2. CREATIVE DESTRUCTION adoption issues. The proposed industries are: Creative Destruction (Schumpeter, 1942) [17] is an 1. the civilian aerospace and defense industry, in evolutionary process within capitalism that “revolutionizes the particular the case of Airbus Group (Airbus economic structure from within, incessantly destroying the old Industries) [1], [2]; one, incessantly creating the new one” (Pfarrer & Smith, 2005) 2. the biopharmaceutical industry; [12]. Innovation and entrepreneurship occupy a decisive role for 3. Big tech. economic development, even more in times of crisis. The entrepreneur is the central player in the market process. The 3. DISCUSSION OF SELECTED AND STRATEGIC successful firm must constantly be innovating to sustain INDUSTRIES profitability and to avoid the “perennial gale” of Creative Destruction. According to Schumpeter (1942) [17], large, Civilian aerospace and defense industry: the Airbus case. established enterprises play the role of innovative leaders. Airbus began operation in 1970 (Blagnac, France) and quickly Creative destruction refers to the phenomenon of economic became a powerful symbol of what can be achieved by change through the creation of new ways of doing things that European political and economic cooperation (McGuire, 1997) endogenously destroy and replace the old ways. The term [10]. The company, formally known as the European Aeronautic “creative destruction” is usually used to emphasize the dynamic Defence and Space Company (EADS) is a civilian aerospace nature of the modern economic system. According to and defence consortium that connected Aérospatiale-Matra Schumpeter, entrepreneurs initiate gales of creative destruction (France), DASA (Germany), Construcciones Aeronáuticas and therefore destroy existing equilibriums. Creative destruction (Spain) and British Aerospace (the United Kingdom). From the results from challenges by disruptive technology (Kessler, 2013) European perspective, Airbus was an entirely appropriate [9]. response to the United States dominance in the global market for Disruptive innovation means that speed is important to create commercial aircraft, its main competitor being Boeing. Airbus and sustain competitive advantage of firms amidst rapidly has risen to a position where it now has a 50-50 split of the changing business environments. The phenomenon of disruption global market with Boeing. Airbus is thus a good illustration of was coined in the mid-1990s (Christensen, 1997; Christensen et how European nations can work together to compete al., 2018; Schmidt and Herting, 2020) [6],[7],[16], showing how strategically on the international stage (see Porter’s diamond new entrants challenge established organizations – incumbents – model discussed earlier). by introducing new offerings, which develop along an Over the last decades, Airbus has become the orchestrator in the alternative performance trajectory. leading European aerospace ecosystem with many European Disruptive technologies are commercialized in niches of markets subcontractors, e.g., in Belgium (Segers, 2017a) [18]. Without but they can penetrate mainstream markets and compete with related and supporting industries such as engines, avionics and incumbent technologies. Christensen (1997) [5] observes that materials, a key industry such as aerospace cannot become established firms face an “innovator’s dilemma” that is globally competitive. It is this that made it possible for Airbus to associated with internal resource-allocation processes leading succeed. them to systematically underinvest in disruptive technologies. An interesting evolution is the way Airbus has moved toward The lack of business model innovation is the main reason for open innovation (Segers, 2017a; Airbus, 2020) [18], [1], [2]. incumbents being disrupted. Many current cases across with greater use of outsourcing in their business models (Saias industries show how business models affect disruptive change in and Kapadia, 2016) [14]. The aerospace industry is established industries (Christensen et al., 2018) [6]. characterized by so-called value chain deconstruction: a focus on core business-critical competencies, together with the outsourcing of non-core activities. The outsourcing arrangements allow them to gain access to technology specialists that help them make the most of new innovations and models. Airbus is enhancing its innovation process through the operation of a global network of accelerator facilities – called Airbus BizLabs (2020) [1], [2] – to speed up the transformation of ground-breaking ideas into valuable business propositions, all within an extended innovation ecosystem. This set-up has two primary methods for meeting its goal: Fig. 2: From Creative Destruction to Creative Disruption • accelerating the pace at which Airbus (Segers, 2020) commercializes its own innovations; • drawing upon and developing more ideas from Creative disruption is synonymous with creativity, challenge outside Airbus, including customers and and change. The aims of creative disruption include creating companies from other business sectors. new business innovations that lead to new markets – i.e. impact Another important feature is the use of subsidies by Airbus – the of emerging technologies – and new marketing techniques.
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